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The 14 Principles Of The Deming Management Philosophy: An In-Depth Guide To Success

The mission of the Deming Management Philosophy and PDCA cycle is to improve the performance, quality, and competitiveness of an organization by applying the Deming Management System.

Introduction to Deming Management Philosophy

The quality of a product or service can be measured by the experience that a customer has with it. A business needs to recognize and understand the needs of its customers, and then work to satisfy those needs better than competitors do. Quality management is about meeting these expectations through planning, implementing, monitoring, and controlling methods.

W. Edwards Deming was a famous American statistician who contributed to the field of quality management. He is known for his 14 points of management, which are still used in modern business practices today. These points were originally presented by Deming in his book Out of Crisis, which is widely acclaimed as one of the most important books ever written on business administration and management theory.

What is the Deming Management Philosophy

Deming Management Philosophy

Dr. W. Edward-Deming who spent most of his life in Japan was a protege of Dr. Walter Shewhart, who pioneered statistical process control (SPC) at Bell Laboratories. He Spent one year studying under Sir Ronald Fisher, who pioneered design of experiments.

The Deming management philosophy also known as Deming cycle is a system of management that focuses on the transformation of the workplace into a more effective and successful organization. It focuses on understanding the needs of customers and employees, improving processes, and eliminating waste.

Dr. Deming is credited with providing the foundations of the Japanese quality miracle and resurgence as an economic power. He developed the following 14 points as a theory for management for improvement of quality, productivity and competitive position. This approach places a lot of importance on data-based analysis and statistical quality control methods to improve business performance and increase productivity.

While working for the federal government, W. Edwards Deming developed revolutionary statistical techniques that are still used today. He believed organizations should pursue continuous improvement, resulting in better products and services, satisfied customers, and successful organizational change.

Deming Management Philosophy

Deming Quality Philosophy

The Deming Quality Philosophy is an approach to business management created by W. Edwards Deming. It emphasizes the cycle of plan, do, check, and act (PDCA) for continual improvement. The Deming Quality Philosophy focuses on the transformation of organizations into systems that are run by data rather than price tag or status.

The deming quality philosophy is a management theory to help companies improve their production processes. The philosophy stresses that implementing effective quality management strategies are vital for long term company success & brand recognition.

The Deming PDCA cycle (Plan, Do, Check, Act) is a continuous improvement strategy used to identify and solve problems while continuously improving quality. The Deming PDCA cycle is an adaptation of the Shewart cycle , which was developed by Walter A. Shewart in 1935 for statistical process control .



  1. Identify the problem
  2. Define the current situation
  3. Gather data related to the problem
  4. Establish the desired outcome
  5. Identify the causes of the problem


  1. Analyze the data
  2. Identify the root causes
  3. Observe the root cause processes
  4. Create multiple solutions
  5. Decide which solutions to test


  1. Design and introduce the solutions
  2. Determine how to measure the results
  3. Observe and analyze the results
  4. Review the expected and actual results


  1. Standardize the improved process
  2. Track improvement sustaining
  3. Identify the next improvement need
  4. Train people to use the new process
  5. Reflect on the PDCA process

A continuous improvement cycle, also known as the Deming Cycle or Deming Wheel, is a four-phase model for implementing change. The Deming PDCA Cycle has been adopted by many organizations and companies to improve their business systems and functions. Each phase serves a distinct purpose that contributes towards achieving a common goal which is continual improvement. The PDCA cycle can be used to improve business processes with a particular focus on product development and manufacturing techniques.

Deming’s 14 Points

Deming’s 14 points represent key managerial and leadership ideas, which can be applied to virtually any aspect of running a business. He believed that if all these principles were put into action, it would lead to success for any company or organization. Deming’s 14 points plan for management improvement was adopted by Japanese industry after WWII and resulted in Japan’s economic boom.


1. Create and publish the Aims and Purposes of the Organization

Management must demonstrate constantly their commitments to this statement. It must include investors, customers, suppliers, employees, the community and a quality philosophy. Organization must develop a long-term view of at least 10 years and plan to stay in business by setting long-range goals. Resources must be allocated for research, training and continuing education to achieve the goals. A family organizational philosophy

is developed to send the message that every one is part of the organization.

2. Learn the New Philosophy

Top management and every one must learn the new philosophy. Organizations must seek never ending improvement and refuse to accept non conformance customer satisfaction is the number one priority, because dissatisfied customers will not continue to purchase non confirming products and service. Every one in the organization, including the union, must be involved in the quality journey and change his or her attitude about quality.

3. Understand the Purpose of Inspection

Management must understand that the purpose of inspection is to improve the process and reduce it’s cost. Statistical evidence is required of self and supplier every effort should be made to reduce and then eliminate acceptance sampling.

4. Stop Awarding Business based on Price Alone

The organization must stop awarding business based on the low bid, because price has no-meaning without quality. The goal is to have single suppliers for each item to develop a long-term relationship of loyalty and trust thereby providing improved products and service.

5. Improve Constantly and forever the System

Management must take more responsibility for problems by actively finding and correcting. Problems so that quality and productivity are continually and permanently improved and costs are reduced. The focus is on preventing problems before they happen variation is expected but these must be a continual striving for its reduction using control charts.

6. Institute Training

Each employee must be oriented to the organization philosophy of commitment to never-ending improvements management must allocate resources to train employees to perform their jobs in the best manner possible.

7. Teach and Institute Leadership

Improving supervision is management’s responsibility. They must provide supervision with training in statistical methods and these 14 points so the new philosophy can be implemented. Instead of focusing on a negative. Fault-finding atmosphere, supervisors should create a positive, supportive one where pride in workmanship can flourish.

8. Drive out fear, Create Trust, and Create a Climate for Innovation

Management must encourage open, effective communication and teamwork. Fear is caused by a general feeling of being powerless to control important aspects of one’s life. It is caused by a lack of Job security, possible physical harm, performance appraisals, ignorance of organization goals, poor supervision and not knowing the job. Driving fear out of the work place involves managing for success. When people are treated with  density, fear can be eliminated and people will work for the general good of the  organization. In this climate, they will provide ideas for improvement.

9. Optimize the Efforts of Teams, Groups and Staff Areas

Management must optimize the efforts of teams, work groups and staff areas to achieve the aims and purposes of the organization. Barriers exist internally among levels of management, among departments, within departments and among shifts. To break down the barriers, management will need a long-term perspective. All the different areas must work together. Attitudes need to be changed ; communication channels opened project teams organized and training in team work implemented.

10. Eliminate Exhortations for the Work Forces

Exhortations that ask for increased productivity without providing specific improvement methods can handicap an organizations. They do nothing but express managements desires. They do not produce a better product or service, because the workers are limited by the system.

11. (a) Eliminate Numerical Quotas for the Work Force

Instead of quotas, management must learn and Institute methods for improvement. Quotas and work standards focus on quantity rather than quality. They encourage poor workman ship in order to meet their Quotas. Quotas should be replaced with statistical methods of process control.

11. (b) Eliminate Management by Objective

Instead of management by objective, management must learn the capabilities of the process and how to improve them. Internal goals set by management, without a method are a burlesque.

12. Remove Barriers that Rob People of Pride of Workmanship

Loss of pride in workmanship exists throughout organizations because

(1) Workers do not know how to relate to the organizations mission.

(2) They are being blamed for system problems.

(3) Poor designing leads to the production of ‘‘Junk’’.

(4) Inadequate training is provided.

(5) Punitive supervision exists.

(6) Inadequate or ineffective equipment is provided for performing the required work.

Restoring pride will require a long term commitment by management. When workers are proud of their work, they will grow to the fullest of their job. By restoring pride, everyone in the organization will be working for the common good. A barrier for people on salary is the annual rating of performance.

13. Encourage Education and Self-improvement for Everyone

What an organization needs is people who are improving with education. A long term commitment to continuously train and educate people must be made by management Deming’s 14 points and the organization’s mission should be the foundation of the education program.

14. Take Action to Accomplish the Transformation

Management has to accept the primary responsibility for the never-ending improvement of the process, it has to create a corporate structure to implement the philosophy. A cultural change is required from the previous ‘‘business as usual’’ attitude. Management must be committed, involved and accessible if the organization is to succeed in implementing the new philosophy.


How the Deming management philosophy can be applied to your business

Deming management philosophy has spread through the United States in the 1950s, leading to Japan’s rise as a manufacturing powerhouse. The core of Deming’s philosophy is continuous improvement. Deming’s 14 point plan calls for leadership to commit to long-term success, develop processes that include every person in the company and then use statistical measurement to track progress.

Japanese companies like as Toyota, Fuji, and Sony experienced tremendous growth after using Deming’s Quality Philosophy. It was clear that their quality was much better to that of their international rivals, and that their prices were cheaper as well. The demand for Japanese goods increased dramatically – and by the 1970s, several of these firms had gained a significant share of the worldwide market. Companies in the United States and Europe recognized that they might no longer afford to overlook the quality revolution.

As a result, the corporate world gained a fresh understanding of the relationship between quality and output and pricing. Despite the fact that Deming did not coin the term “Total Quality Management,” he is often credited with establishing the movement. When he published the book that is now known as “Out of the Crisis,” in 1982, he received little credit for his efforts. This book was a condensed version of his well-known Deming’s 14 point management philosophy.

There is a great deal to be gained from these Deming’s 14 points. Following the concept, according to research after study of extremely successful businesses, results in substantial improvements. As a result, these Deming Management Philosophy have become the widely accepted reference for quality transformation efforts.

Deming management philosophy has been applied by many large corporations. It can be applied to any size business, though, because it focuses on removing internal defects first before tackling external marketing efforts like SEO or social media strategy. Deming believed that there were four factors that determined a company’s success: leadership, strategy, structure, and process through PDCA cycle. If a company could successfully implement these factors – among others – they would be able to achieve long-term success in their industry. These concepts are still being used today by companies around the world to increase their productivity.

FAQs in Deming Management Philosophy

What is it about Deming that makes him renowned as the “Father of Quality”?

Deming is most recognized for his pioneering work in Japan, where he is considered to be the master of continuous improvement of quality as well as their entire operation. Deming is also renowned for his work in the United States. During in the fall of 1950, he instructed leading managers and engineers in Japan on how to improve the way they collaborated and learnt as a group.

What role did Deming play in assisting the Japanese?

Edwards Deming, a Japanese industrialist, taught the country’s manufacturers how to create high-quality goods at low cost. Because of this expertise, the Japanese were able to flip the global economy on its head and defeat the United States industry at its own game. Companies such as Toyota Motor Corporation and Sony Corporation are examples of this.

Who was responsible for establishing the Deming Prize?

In 1951, the Deming Prize Committee was formed to oversee the award. Dr. W. E. Deming presided over the Honorary Chairmanship of the Deming Prize Committee, which he established in his honor. As the inaugural head of the Deming Prize Committee, Ichiro Ishikawa held the position for the year. In addition, the Deming Prize and the Deming Application Prize were created. The inaugural Deming Prize Award Ceremony took place on September 22, 1951, in Tokyo.

Who was the first recipient of the Deming Prize?

The Florida Power & Light Company of the United States has become the first international company to receive the Deming Application Prize in the history of the award. The acceptance of submissions for the Japan Quality Medal from organizations outside of Japan has been authorized.

What is the most successful instrument and method for total quality management (TQM)?

The following are TQM tools:

  • The Pareto Principle is a mathematical formula that describes the relationship between two quantities.
  • Scatter Plots are a kind of graph that is used to represent data.
  • Control charts are a kind of diagram that shows how something is controlled.
  • Flowcharts are a kind of diagram.
  • Cause and Effect Diagram, The Ishikawa Diagram, Fishbone diagram.
  • A histogram or a bar graph are two types of graphs.
  • Checklists are very useful.
  • Check Sheets are a must.

What is the highest quality award that may be given?

Most well known quality prizes are the Deming Prize, the EFQM Excellence Award, and the Malcolm Baldrige National Quality Award, to name a few examples.


There is a tremendous amount of information available about the Deming Management Philosophy, but much of it seems to be written in a way that makes it hard for those with little or no experience in business to understand. In this article, we’ll take a look at several key aspects of his philosophy and provide an easy-to-understand explanation that anyone can follow. If you have any questions, please feel free to leave us a comment below!


1 thought on “The 14 Principles Of The Deming Management Philosophy: An In-Depth Guide To Success”

  1. Brilliant note. Thanks for posting. His notes about jobs based on price is absolutely correct. I always wondered why would one compromise the quality for a free offer.
    Without planning you would always mess up the entire production line. Blaming workers for machine problems are the worst thing you could do to kill the confidence of honest workers. The 14 steps mentioned above are really fantastic. Thanks again.

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